FALL RIVER — Those who run a family business know arguments come with the territory and that managing family relationships, both on and off the job, can make for some complicated conversations.

But having a clear structure to address disagreement, says consultant Thomas Davidow, is what can make the difference between a high functioning family business and a chaotic one.

Davidow was one of four speakers at a May 8 Southern New England Entrepreneur's Form event in Fall River. The program was co-sponsored with the Family Business Association.

Questions from the audience of about 50 people, including many family business owners, included one on how families settle disagreements and conflict.

Panelist Valerie Bono, who runs a family business in Chelsea, acknowledged that conflict happens. Her family relies on designated responsibilities that come with “decision rights” to resolve disagreements, she said.

Bono runs Golden Cannoli Shells with her sister and their two cousins, all second generation family owners. They each came to the business from different paths, she said, and, while each has their own way of getting to a business decision, they all arrive at the same core values at the end.

To keep the business operating well, the family holds daily “power meetings.”

“We have 30-minute meetings once a day,” said Bono. “Each of us gets to say our 10-minute piece and we're (each) responsible for our (area). That's why we (say) we have decision rights.”

“When we do argue, usually we just take a step back …and say, 'OK, whose (area) does this fall under?” Bono continued. “Where does it fall closest to and (then we) let that person do the research, come back to the table at our next 30-minute meeting, make a decision and then implement it and move forward.”

Davidow recommends that kind of clear structure for all family businesses.

“One of the biggest faults of family businesses is that we assume so much,” he said. “We expect everybody to read our minds and we don't create structures. And it's the absence of the structures that is...the source of some conflict. Just not knowing who's in charge of what.”

Both Bono and fellow panelist Michael Tavares stressed the importance of the family values they inherited from their dads, who founded their respective businesses.

Tavares, who joined his dad's business, Horacio's Welding & Sheet Metal, in 2007, said he often hears his dad's voice in his head when he is considering what he would have done. Although his dad is still involved in the business, he spends less time there now, Tavares said.

“Even when he's not there, I think to myself what would he do in this scenario?” he said. “And I can hear his voice sometimes telling me, 'Oh, I would do this' or whatever piece of advice he would give.”

Both Tavares' and Bono's businesses have seen significant growth in recent years. Tavares has helped Horacio's grow from 25 to 57 employees since 2008 and see 20 and 30 percent growth annually since that time.

Bono's company recently expanded into a new building to accommodate growth and this year was chosen as the SBA's Massachusetts Small Business of the Year.

Both Tavares and Bono said they strive to live up to the values their “old school” dads created and fulfill the legacy they started.

“My dad always promised and he never fell short,” said Bono. “At the end of the day, we don't under-promise. We promise and we deliver.”

SNEEF runs programming and networking events for entrepreneurs at the UMass Dartmouth ATMC building in Fall River from September through June. Find out more at www.sneef.org.